Category Archives: Productivity

Research shows it takes 10,000 hours of practice done over roughly 10 years to achieve the pinnacle of performance: craftsmanship. However, research also shows it can take a lot less than that to learn the basics. Josh Kaufman, author of The … Continue reading

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In this latest interview, Joe Galvin, EVP, Miller Heiman Research Institute suggests top sales organizations will increasingly get to top performance by operating with a higher level of transparency. They’ll have a sharper, faster, read than others on how sales … Continue reading

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Joe Galvin, EVP, leads the Miller Heiman Research Institute. It provides research-based thought leadership to the Miller Heiman customer community on B2B sales performance. In this interview, Joe offers his perspectives on how auto-analytics enable more effective sales coaching. Joe … Continue reading

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At the Dachis Group’s Social Business Summit in March 2013, John Hagel explained the emerging potential to improve business performance by making the invisible visible with analytics. His perspectives underscore the potential for analytics in B2B sales to drive improved … Continue reading

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In B2B sales, conversations with buyers are the key to cash. A Rep’s productivity is often determined by the buyer value being created in sales conversations. Creating buyer value requires a deep understanding of a buyer’s situation. Effective listening improves … Continue reading

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According to a recent HBR, wise executives tailor their approach to leadership to fit the complexity of the circumstances they face. They manage differently when a situation’s complicated than when it’s complex. They also use data differently. This, of course, … Continue reading

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With complex problems, like uncertain revenue results from a sales team, choosing the most effective path to better performance can be really hard. Proving, afterwards, that you chose wisely can be even harder. In their forthcoming book – Decisive – … Continue reading

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In AntiFragile, Nassim Taleb explains what firms can do to lower their risks of catastrophic events, despite prevailing complexities and uncertainties. He describes such firms as the opposite of ‘fragile’ … ergo, Antifragile. They’re firms that thrive on uncertainty by … Continue reading

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